Name: 10 years in AI: Practical advice for enterprise adoption
Uploaded: 2026-04-28T15:11:05.920Z
Duration: 55 min 4 s
Description: 10 years in AI: Practical advice for enterprise adoption

Transcript for "10 years in AI: Practical advice for enterprise adoption": Hello, everyone, and welcome to Templafy Talks. With me, your host, Jonathan Iacos, senior principal customer success manager here at Templafy and company evangelist. For those of you that are new to Templafy talks, welcome. For those of you that are returning, welcome back. Now as always, I like to start with the house rules. We use the web platform Goldcast. Now you can interact with, our team. Just simply type in the chat on the right hand side. There's a questions tab as well. We'll keep an eye on those. A member of our team will answer those and, point you in the right direction. Let's test the chat now. We're coming to you from Copenhagen. Where are you joining us from? So why are we here today? Well, there are two things you can't escape from in today's world. One of those is AI. Yes. That's we're guilty of that. And the other is influencers. It can be very hard to know who to trust in times like this and even what content to trust because, let's be honest, most of it's generated with AI. And, no, I'm not talking about every piece of content I ever make or the emails I send. But today, we're lucky enough to have in the studio with us, an AI voice that you can trust, Tay Bannerman. Welcome to Stellify Talks. Thank you for having me. You're welcome. So, Tay, tell us a little bit about yourself. What do you do? What do I do? I basically help companies build a bridge between AI hype and their reality. So, in the world we're in today, almost every organization is going, what do we do about AI, and how do we do it right? And I basically helped them answer those two questions. And so my background, software engineering, product design, AI implementation, been very hands on, actually, you know, deep within companies, helping them build AI tools and helping them implement. And now I've I've kind of stepped out, and I'm kind of looking strategically and then helping individual companies answer those two questions and really help them execute in the right way. Because there's a lot of noise out there, and I make them help them kind of make sense on all that noise in their specific context. Fantastic. So let's take a step back then. You mentioned your background there. Yep. So you started off as a a software engineer, you said? Yeah. Correct. Yeah. So studied computer science, started as a software engineer. I was coding. But I was always more interested in the creative and kind of the human side. So I guess before I officially had a job, I told myself how to design using online tools. And so software engineer for a few years, and I realized that wasn't really where my heart was. And so I transitioned into into product design and more kind of understanding users, understanding their needs, and then creating tools and software that really serve those needs. So how then do you go from the that Yeah. So, obviously, you wanted to do it into a making them a professional, so you got the jobs. Yep. When did you start to to hear this sort of AI bell ringing? Oh, wow. Probably about ten years ago. Ten years ago? Yeah. Yeah. Yeah. Yeah. So, and the company I was working for at the time, which is a management consultancy called McKinsey, had acquired an AI lab. Mhmm. An AI lab that was doing a lot of work in Formula One. So helping Formula One teams optimize their cars with machine learning models. And so I basically kind of, started working very closely with that team and helping everything from banks to consumer brands use their technology. A lot of it for customer engagement. How do you kind of look at all the data that we have about customers and use AI to make sense of it so that you can actually, you know, do something meaningful with customers. And I actually remember giving a talk eight years ago in Copenhagen about AI. Wow. And it was a talk to a bunch of designers and I went, AI is gonna change. Everything is gonna change the way you work. I remember I remember people falling at me going, yeah. Whatever. Yeah. But no. It's been it's been a long time. Yeah. Yeah. Okay. So yeah. For the most most of us, me, a 100%, I didn't really even consider AI Yeah. Before the event of, ChatChippy Tea Yeah. A few years ago. And I think that's obviously where the the industry has gone of supercharged and everyone's gone that way. But so how do you how did you go from working in the industry to going, I wanna now advise in India? Because, obviously, you go it's probably a very stable paycheck, I imagine, working for management consultancy, you know, good prospects, great career ahead of you. What made you go, I'm going out my own. I've got a Yeah. Yeah. So if I look at a lot of the work I was doing at McKinsey, I mean, we had tens of thousands of clients. And in the last two years I was there, a lot of the questions we were getting from clients were very much, like, the this thing is coming. We don't quite know what to do about it. And so I went from maybe doing seven or eight big projects a year to now kind of having lots of, like, in-depth sessions of, like, may and maybe working with 50 to 60 clients in the space of six months because it was sort of these small, okay, intense, what do we do, how do we do it. And I got to a point where I went, I I could be doing this on my own. I could be working with start ups and start small clients as well, which we didn't work with at McKinsey. And so it just it felt right, and it also meant I could kind of start building again, you know, all the AI tools and and and kind of, the coding assistance that are out there just allow you to get your hands dirty again, and I kinda was was in that mode as well. So it was those two factors that came together to kinda make you go, yeah. This is the right move to make the house. So Obviously, paying off. Obviously, anyone that doesn't notate, you can follow him on the socials and see some of the some of the speeches that you give. I saw one was it in Spain that you gave? Was it in Spain? Because it looked like it was a very big auditorium. Yeah. Yeah. Yeah. That was in Malaga. Yeah. I think there were almost a thousand people there. But, but, yeah, I I enjoy giving talks because it's just a way to kind of take all that knowledge and experience that kind of gathered over the years and then really think about the audience and go, what do I wanna say to this particular audience that's gonna be meaningful to them? And so what sort of conversations how how does it differ between you say you, obviously, you speak with large organizations Yep. And some smaller start ups. Mhmm. How do the conversations differ between them? Conversations differ between them? Because, you know, we speak to varying size customers, at Templafy. The conversations are almost always the same. Right? There's the the two personas that we see. We've got the ostriches that I, that I talk about, and that's the ones that put their head in the sand and say, no one's using AI. Yeah. You know, we need to find a tool and everyone's using AI. Yeah. And then we've got the ones that really wanna be forward thinking. How how is it in in your world? Yeah. So if I start with a lot of the smaller companies I work with, a lot of the startups I work with, a lot of them are actually AI startups trying to break into the the enterprise market. And so they're going, okay. How do we position and build our product in a way that the the bigger guys will actually go, we need this. And so it's a slightly different problem they're solving. And then I'm working with kind of some medium sized companies that are, let's go call them the ostrich ostriches where it's okay. We have no idea what to do. We've kind of been holding back for months or years because, you know, we thought that things would slow down. Yeah. And we've realized that we've kind of, you know, we've lost lost lost pace a bit, and we really need to kind of lay out a real strategy, understand things we we need to do, understand where we might have blind spots that we haven't seen. And then with the very large companies, there's just a lot more complexity. It's how do we ensure that we have the right culture to bring it so that when we do bring in any tools or build anything, it's actually gonna stick. Do we have the right talent? Do we need to think about bringing in data scientists? You know, is our strategy going to kind of fall flat in six months? Are there things that we haven't thought about with respect to data security? So there's just a lot more complexity Yeah. To those larger companies. It's really interesting that so you advise companies on their AI products Yeah. And you also advise advise organizations on in like, implementing AI as well. Yeah. Yeah. So in the AI industry, like you talk about the different tools that you, you work with from, like, the start up side of things, what gaps can AI still not fill? That's a great question. Both gaps. Okay. Yeah. Yeah. And so I think different AI tools and technologies are great for specific kind of use cases and specific things. I think a lot of organizations kind of have this mindset of it's a big hammer that we can use to fix everything and do everything. That's just not the case. No. And so, I mean, I've seen a lot of organizations go, okay. We'll use a large language model and they'll be able to kind of handle, you know, operations and kind of, you know, completely change specific workflows. But there are just a lot of things where just old school traditional methods work well because you get a specific output, and that's kind of that's concrete. It's predictable, which is not the case with. And then there are also a lot of areas where you need humans. And so, you know, for example, I do a lot of work with banks. And one of the pieces of research I've been doing for a long time is how do you help people who have anxiety with money Yeah. Get to better long term outcomes, whether they're, you know, poor budgeting, whether they don't know how to invest. And a lot of times, it's emotional or, you know, there's apprehension. And so giving them a chatbot is not gonna fix that. They wanna talk to someone that can reassure them. And a lot of times, just a conversation with someone that can reassure them gets them to start a good habit more so than kind of bombarding them with information or using an AI tool to try and help them. So there are just a lot of areas where you really need to be kind of very thoughtful about what's the the constellation that you have with respect to, you know, using AI models and tools or having humans or just using more traditional technology. It it makes a lot of sense. And then we obviously there are some tools on the market that kind of, you know, claim to be everywhere in our ecosystem. Yeah. But being a jack of all trades means you could kind of a master of none. Right? But so what about the the importance of, like, design and PowerPoint and working in those kind thing. So, obviously, leading down a very obvious, path. But, obviously, from the experience you have, where do you see the the holes here? Yeah. And so, I mean, I spent almost nine years and making PowerPoint slides almost every day. So that was, you know, at a management consultancy, the primary way you communicate with clients and even internally. And so the importance of storytelling, the importance of having a a slide deck or presentation that someone can pick up and understand the topic or be convinced, of a particular decision because you've kind of articulated in the right way. You've used the right visuals. That's so powerful and but but I think I think where I've seen kind of AI tools really shine is one, being able to help people just make sense of all the you know, you have a lot of information. How do you condense it into this is the right story to tell, one. And then, you know, consistency, just a lot of the, like, the busy work. I mean, I've spent hours kind of, you know, tweaking, you know, little things on slides and and changing designs and, you know, you take a step back and you realize that's, you know, hours that I could have got back, but I did you know, my my value is in thinking about the story line and narrative flow and who's the client and what are they gonna be thinking when they read this, not in kind of moving, you know, a piece of text one pixel to the left. Yeah. But that's that's the really important piece, right, is that you're you've worked in in consulting, and that's what your job is. Does your job is being working in PowerPoint, and so have so many others. Right? Yeah. Yeah. So their biggest issue has been the part they don't wanna spend their time on is the PowerPoint. Yeah. Where they get this this, you know, we've got an AI tool now that can do this for me. Fantastic. I'm going to use it. Yeah. Yeah. So all of that hard work their organization has put into the control piece, make sure you use these slides, these layouts. That goes out of the window and, of course, they can choose Yeah. The fastest path. Right? So it's that that balance between having that sort of control Yeah. Consistency and the speed. So Exactly. Yeah. Yeah. It's, it's definitely a tough problem to have. But so, you know, what sort of tools would do you use now then when you're working, day to day on in your work? Yeah. I forget in presentations for now. Yeah. Is there any AI that you've adopted in the way you work with your customers, the way you work with your? So, I mean, I use forward a lot in the work that I do just as a way largely as a way to kind of synthesize, do research, and then just kind of execute on on some of the small things. So, okay, if I need to draft a long email and I have all the context already, it's okay. That first draft, an AI tool is gonna get me to a better first draft much faster than kind of me sitting there from the blank page, for example. But then I'm also kind of building my own little tools and apps Oh, I should help me. So for example, you know, like, running a small business, you have expenses. So I've kind of built a little workflow where, the moment I have, like, an expense, I take a photo of the receipt, and then, that is safe to a Dropbox folder. I have a little computer at home that's running that also has access to that Dropbox folder, and I've built a little AI tool that reads every single receipt, puts it into a spreadsheet with all the details, and then saves it and then sends me a notification saying, yep. That's been done. And so when it comes to tax time, I have yes. So is it and, you know, it it cost me, like, I don't know, $1.01 cent a day to run. But and I know there's tools out there that are fully fledged accounting packages that will do all that, but this just solves a specific problem for me with the workflow that I already use. I already have a Dropbox. So it's, yeah. I could do with that. Yeah. So we're actually good. It's, when you were talking about earlier on about the banking, about the people that are a little bit unsure about their wealth and don't have to be able to do the point you were talking about there. I was like, hang on. I'm not the most, numbers literate person. But, no, that's really interesting. So it's is it something that you're actively working on in your day to day, like, to position those tools, or is it still just fun for you to use? You ever gonna sell it, or is it just No. No. So a a lot of what I do, I mean, if you if I think about what I publish on LinkedIn, the little tools that I build, it's just one to be helpful to others or to be helpful to me. And so Oh, no. I probably have five or six little tools that I've built where it works well for me, and that's that's my only objective. Like, that doesn't make my life easier. Right. And so and, you know, my my philosophy is if I kind of try to turn this into software or try to sell it, it'd make my life harder. And then and then I don't want that. Yeah. That makes sense. Yeah. So on the presentation part again, we're jumping around slightly. But, do you still use PowerPoint your day to day now? Occasionally. Yeah. Yeah. Yeah. Yeah. But, I mean, so big I speak at a lot of conferences and I do client presentations and a lot of times it's, you know, the conference will say, hey. We use Google Slides or, you know, we only do PowerPoint or we only do PDF. So I'm I'm fairly agnostic, and you you kind of start to understand the quirks of each tool. But I do think we're moving to a world where people the actual end tool itself, whether it's PowerPoint, whether it's slides, people will be fairly agnostic, and it's all the stuff that happens before. Like, how do I get the right content? How do I ensure that it's consistent? How do I have confidence that kind of I'm not gonna be spending time gonna be, you know, moving boxes around and spending real time doing good thinking? Yeah. So how how do you do that at the moment? Good question. I am probably not well. So I I guess I I have my little repository of slides and pages from kind of, you know, previous work that I've done and talks that I've done and so on. And so my workflow is I will if I if I kind of have a clear objective, I'll go, okay. I need this slide. I need this slide. I'll get out my iPad. I'll kind of create a little story line. And and then, and and I guess for me, the process of thinking through that Mhmm. Kinda really helps me go what's the right story to tell. Okay. That that's where I always thought. What is the right story to tell? And then the I try and make the execution side as easy as possible. I have kind of a set font that I always use, then, you know, set templates. And so, and, again, it's not perfect. And I think that's where probably kind of come in and really start to help. But, but a lot of my focus is on story and narrative and thinking about the audience. And and I think, you know, I think that's where tools like Templafy as the next step to go, okay. You have the story. You know the audience. How do you just streamline what comes after that so that you're confident that the output you get aligns with that story and narrative, and and it's gonna have to look good. Yeah. And it's not, obviously, for yourself, you're building, these things for yourself. Yeah. So the consistency is it's up to you. It can change Yeah. As possible. Yeah. But for enterprise organizations, how do they control that? Yeah. Yeah. Is there something you advise on? Is there something they they have when they come to you? Yeah. One of the issues that they have? It it is. And and it's it's act so, I mean, I I I have consistent style. Mhmm. So when I do a talk, when I kind of present to clients, I I I'm almost followed from kind of, you know, the enterprise work that I've I've done in the past to go. Actually, having consistency is good because it means less time. It's more efficient. There's just less to think about. And and so I think maybe, you know, 10 to 20% of of kind of companies I work with have come to me with that question. And it's largely come from the fact that they have so many people internally using a range of AI tools, whether it's to write emails, whether it's to create presentations. And they've started to go, wait a minute. We we're losing control, whether it's brand consistency, whether it's tone of voice, whether it's kind of, you know, the visual elements that aren't there. And so they're seeing that there's potential damage to the brand until they're going, do you know anything out there that can help us with this? Or is there anything that we need to change in the way we either communicate to employees about tools that they can use or the workflows that we have in place that help us get to a place where we're not damaging our brand and where kind of, you know, where employees understand Yeah. The the potential risks and downsides. Yep. So what are some of the mistakes is a wrong word, I think, but what are some of the the issues that they have in order like, in foundationally before they can bring AI in? What are the sort of main things that they need to kind of change or focus on Yeah. In order to bring in a tool, like, that would help or any of the AI tools that you Yeah. Yeah. I mean, I think the first one is really understanding what problem are we trying to solve. And and I think that's the first mistake a lot of companies make there. They'll see a tool or they'll see a solution and kind of go, okay. We need to bring that in but without the clarity on why are we bringing that in. So starting from, okay, let's really have an understanding of how do people that kind of, you know, like, collaborate within an organization, where things falling down, where are there kind of, you know, gaps that lead to things being inefficient or people just not working well. Let's really understand what we're trying to solve, and then let's go do we do we have things like the data in place to be able to enable any new tool that we brought in That's interesting. Work effectively. And I think one then the next few critical element is, do we actually have the right culture? Because I've seen a lot of organizations, they will make a big decision about bringing in a set of tools, and then people either don't use them or don't use them correctly because the culture internally is, no. We have a way of doing things. Mhmm. There's no need to change. Why would I use this thing? Or they don't have a culture of kind of almost allowing people to try and fail because when you bring something new in, people aren't gonna be experts immediately. And if people are apprehensive because, okay, I'm gonna either kind of, you know, be looked down upon and get in trouble, then you haven't kind of built the right kind of environment for people to go. I wanna try this. Yeah. And I have almost a license to try this. Yeah. Yeah. Yeah. Well, what happens then if they don't is you get these pocket items Yeah. Yeah. Yeah. Yeah. Solutions where people that's what even more of a risk. Right? Yeah. Yeah. So, obviously, you're an adviser. Uh-huh. And I don't wanna, undersell what you do because but I wanna give you I wanna usually give some advice to the customers that we have Yeah. Online. What would when it comes to the data piece that you mentioned Yeah. What advice would you give customers? Like, where to start? What's the most important things they need to focus on? Yeah. I mean, I think most important place to start is with that understanding of what data do you have, but I think critically, what data do you have that you can use. Right? And and I think the best proxy is, what is the data information you have out there that people are actually using today and that people are actually using meaningfully? A lot of companies have kind of big databases and data stores where no one has touched anything there for you to assist, you know, might be going into a system, and and a lot of times that's not actually useful. Okay. Because it's never been audited. It might be extremely stale. It might not actually be valuable for any any particular use case. And and, typically, if people aren't using it, then you you have no assurances on on the quality of its usefulness. What you do tend to find is that areas where people are using data, whether that's kind of, you know, HR teams using HR data, whether it's internal marketing teams going into Google Analytics. That's where you can, kind of be confident that that you can learn a lot about why and how they're using that data that then informs, okay, here's data that is gonna be valuable when we bring in any particular tool. So I I I see tend to be see that as a really good proxy for Mhmm. Do we, where do we have good data and where can we use it? But then a lot of times, just a a light audit is needed to, you know, okay. What do we have? Where is it stored? Is it actually usable? Do we need to do a lot of cleansing? So a lot of those questions will emerge from doing an an order. Yeah. Fantastic. And the really interesting point, I think, especially from, you know, the frame I have in customer success, one of the things that, we're responsible for in our team is making sure that on that change management piece. Yeah. And it's really interesting that the topic around the culture of an organization. Yeah. Because, yeah, you do see you have a launch of a new tool, people use it, and then it can plateau. Yeah. And that's kinda natural, but it is that kind of people set in their ways. What advice would you give around sort of change in that culture or giving, you know, people the the comfort Yeah. To to to employ this new tool Yeah. Without the risk. Right? Because as you said, it can be tough. Yeah. Yeah. Yeah. So I think three things I've seen work really well. And, and this is kinda also from kind of experience notes. Within organizations. So, so one is is almost like co design the implementation with the people that gonna that are gonna be using it. So Oh, really cool. So don't go, okay. Hey. We've bought this new tool. We're rolling it out. You guys are gonna start using it on the April 1. It's, hey. We're we're gonna put together a group of people who would actually be using it. We're gonna say we're gonna be considering this tool. Let's come together. Let's workshop things. You know, where would it be valuable to you? What would some of the risk be? And and when people feel like they've designed something or created something, then far more likely to kind of, you know, adopt it Yeah. Because they felt like they've been part of that process. Are you talking, like, when it's, purchased or during the process? Prior prior to Prior to Prior to No. Yeah. Yeah. That makes sense? Prior to purchase. Yeah. Yeah. Because when people typically, when people feel like something is being imposed on them, there's almost this kind of gut reaction of, okay. Yeah. This. Yes. Yeah. So kind of, yeah, that co design. And and a lot of times I mean, a lot of, you know, suppliers, vendors, we're very happy to kind of sit with potential users prior to a sale, explain how it works. But it's not just, hey. One way, this is how our tool works. This is how awesome it is. It's very much internal to go, okay. What are the problems that we're facing where this could be helpful? Let's actually workshop and talk through how and where we could use this well and what would need to be in place for given the way we work now for us to be confident that this is gonna work for us. So I think that's that's step Yeah. Or tip one. Tip two is kind of tell the stories of where it's working well. And so like, set up something lightweight so that once you do have things in place, people who are seeing real benefit from it, you know, whether that's kind of, you know, every two weeks you're sending out a little kind of email from the rest of the organization saying, hey. Look at what John did with this new tool. You know, little quote from John. It'll save me time here. Then people can start to see that this is actually working for others as well. Yeah. And it's more likely, that they'll kind of, you know, test it out as well. And then third big tip is kind of create a mechanism for people to give feedback. Yeah. Create a mechanism for people internally to go, hey. This particular part isn't working for me. Whether that's a Slack channel, whether that's kind of, you know, a little kind of email form you're creating, but create that loop where it's not just, okay, this is something that's, again, been imposed on me, and I have no way to communicate. But it it starts to build the right culture around being one to work with everyone on this, and we want input and feedback. Yeah. Once you feel, like, a sense of ownership to like you mentioned, like, from even when if you could if your voice can be heard, I've noticed an error with x, y, and z. Yeah. And then, oh, thanks ever so much. Yeah. You feel closer to the product. Right? Yeah. And luckily, I know you'd I may may or may not know this. You do have an actual feedback loop inside Yeah. Of 10 by five for that exact reason. Nice. Nice. One thing I caveat, it's not just it shouldn't just be issues. It should also be, hey. This is working really well for me. So because if it's just okay. There's a problem then the the mechanism becomes, okay. This is just where I go when something's up. Okay. You also want a mechanism for when things are good or when even when people have just, you know, found a little kind of, you know, cool way to use it or act just a way to go. Hey. This has worked really well for me, and that could go after the rest of the company. Could yeah. Fantastic. Well, I think they were great tips. Be interested to hear your, views in the comments. One topic we haven't touched upon too much and something that I've, like, run into with customers, obviously, Templafy became an AI platform. Mhmm. And so when introducing our AI, it was very much the resistance that we met was around security. Yeah. Yeah. And a lot of the organizations that we worked with loved the tool, loved the thought around how we work, but they're like, oh, we don't have an AI process, or we got an AI policy that says no AI. Yeah. Yeah. How was how do you advise on that to your organization to your customers? And, also, how has that changed since you started? Yeah. I'll answer the second part first. It's changed a lot. I think, initially, a lot of organizations had the mindset of, okay. This is this brand new thing. We need a completely separate policy around security. And and now I see a lot of organizations go, actually, it's just adapting our existing security policies to account for the fact that kind of, you know, we have tools and platforms that work in slightly different ways. And so I think the mindset has shifted from, like, oh, now what do we do? We need something new. We need to kind of, create, you know, create from scratch. And I I think a lot of that has come with kind of companies learning over time. Learning, okay, where where are their potential security holes? Where do things fall down? And, yes, it does introduce a new set of risks, but it's not a fundamentally kind of, you know, different world from what what existed with security before. I think they're starting to see that a lot more now. Yeah. Right? I think it is a lot more receptive. Yeah. Is there any particular industries that you find a lot more steadfast again, like the anti AI still? Yeah. Anti AI. Not necessarily anti AI. I mean, I still speak to to to, people in industries where they go we're not actually using any AI tools at all, And that surprises me. I remember speaking with someone that worked for a petrochemicals company recently, and he had never even used LGBT. And this was three months ago. Why does he get recipes? But, I mean, that company, they've been doing the same thing very well for a hundred and twenty five years. That's right. You know, there's no need to rock the boat. And and I I remember reading really interesting piece of research that essentially showed that the more people use chat GBT or other tool AI tools at work, the more likely they are to use them in their personalized Mhmm. Well and vice versa. And so I think kind of, yeah, it's a little bit circular. If you're in an organization where people don't even know that you guys are things, then you're less likely to Yeah. Know that you can use it for recipes too. Generally, I think I use it equally. Like, the tools I have access to. Yeah. It's it's become so, like, much of a a way of life now. Yeah. And it's, you know, I don't know if I can live without it. And then I, like Okay. Yeah. I think that's Yeah. It's very encouraging for your life, I'm sure. Yeah. Yeah. Yeah. Yeah. But no. So, yeah, on the security side, I think it is definitely, changing the right way. But what what other sort of trends are you seeing in the industry? Yeah. So I think I mean, the biggest trend right now is Adjentic AI. Yeah. And and I think that's interesting because I think a lot of companies are running towards that without first establishing the foundations of, okay, do we have kind of, you know, good principles and culture around just using kind of basic generative AI tools before we run to kind of people being able to create autonomous Mhmm. Agents where we might not have the visibility or transparency as to what's happening. We might not fully have thought through is this working within the right workflows. And so I think I think a lot of it is driven by marketing and hype and and kind of the fear that fear of being left behind. Yeah. And and, I mean, I remember kind of seeing a research report that kind of was a single digit percentage of companies that are using Identicon AI tools actually seeing any value from it. And I think a big part of it is, just let's make sure we lay the right foundations. Let's make sure people are actually getting benefit from, you know, even Chativity or Copilot because a lot of organizations aren't even there yet. And so, you know, to go back to your original question, that is one trend I'm seeing. Another trend I'm seeing is companies realizing that just giving employees tools isn't enough. Right. And realizing that you actually also need to create the right education paths, create the right paths for people to feel empowered, but then also almost kind of change mindsets in terms of the way people work because, you know, I think going back to the earlier part of our conversation if you, you know, think about PowerPoint, there's just a big chunk of time people spend creating presentations where today they don't need to spend that time. And there's almost an argument of, okay, if we had had those tools five, ten years ago, would people ever have kind of moved boxes around in PowerPoint? And the answer is probably no. But then you need to change people's mindset to go, okay, When you're thinking about creating a document, the workflow that you might have had in place before, you if you have an understanding of what's possible with JPT and Templafy and so on, you would have a completely different workflow. So it needs to start from how do I get this work done? And the way I get this work done is is a completely different paradigm than how I get it done before. And a lot the trend is a lot of organizations are realizing that they need to bring in training to get employees to think about their work in a new way before they actually gonna start to use the tools. Because if they just rush to use the tools, what tends to happen is just an incremental uplift. Yeah. I'll use chat I'll use ChatJpT or Copilot to write slightly longer emails that someone on the other side has to spend more time reading and are probably less clear as opposed to I can fundamentally change the way it works. That's insane. Okay. So you're obviously a bit of a fortune teller. And they're asking for a lot. In other words, you made a really good decision to move into this advisory role. Yeah. You know, go out on your own. When the industry was almost at its infancy, right, it's just AI that we see it now, what can you see coming in the future? Yeah. Now I'm definitely making it. What does it come in the future? I mean, I I think one area that's interesting is that the the cost of kind of running your own AI models internally is coming down sharply. So I think the ability for companies to build things that help them, like the little, you know, tool I, you know, described before that helps me do my expenses. I think the cost of doing stuff like that is gonna come down and when you have your, you know, your calling tools and Lovable and things like that. So I and I think previously where you would need a large development team to create something like that, I think we're gonna see companies go actually, there are many areas of the organization where we did have challenges or issues or opportunities to use technology where it would have been a big barrier before to actually create anything. We can actually do it relatively easy, because kind of, you know, cost and capability that are coming down. So I think that's something that we're gonna see a lot of in the future and that may lead to kind of companies that gonna build kind of these big sprawling platforms and tools like Salesforce and so on, kind of going, oh, we're losing a bit of bit of business here. We need to think and rethink our strategies. As well as I think the second thing, which is probably slightly worrying, is there's a lot of research that shows that if you're not using AI tools in the right way, kind of it's leading to basically cognitive decline. Yeah. People are thinking less and less about the work and task they're doing and going straight to an AI tool to give them the answer as opposed to thinking the things first and going where is this AI tool actually going to best help me. And so, I think that's kind of a a trend that could go many ways, but it's something to keep an eye on. And I think a lot of the education and training that companies are coming in with hopefully is gonna help solve for that. But Yeah. It's interesting that you say that because I'm not an AI expert by any stretch of the imagination, but the amount of times I spend, I I scroll through LinkedIn. Yeah. And I don't have to be on LinkedIn. I'm not an influencer or an adviser. Like, you you say you're not an influencer. You you got a very trustworthy opinion on things. But I get so frustrated. And you can obviously tell these poster AI Yeah. About AI. Yeah. How frustrating is that for you? And how how do you what would be some ways that besides that hyphenation part that everyone's like, train your AI to get out. What are some telltale signs that, well, you can trust or whether you should just scroll? Yeah. I it's it's a really interesting question because I'm seeing a two fold effect. One, you read something and it's I mean, there are the AI generated or AI or areas where people have used AI where it's harder to tell or where it's still their thinking and their clarity of thoughts. I think what we're both talking about is where it's clearly someone's gone into chat GPT and gone. Write me a LinkedIn post about AI. Exactly. And there's not really any substance to it. Right. And I think and I mean, is it frustrating? A little bit, but but I think what it tends to lead to is the second effect where you lose trust in that individual. Yeah. And and I think I think when we're in a world where there is now more AI generated content than human generated content, I think trust is becoming kind of, like, such an important factor. Yeah. And and where I kind of you know, if you can't trust what you see, what you go is, do I trust the person that's giving me this message? And I think what a lot of people that are just pushing out this content, unrealizing is that it's eroding the trust that people have in them Mhmm. Because people are going, okay. You clearly haven't thought about or even reviewed what you've put out there. Mhmm. And so I think yeah. We were talking about cognitive decline. I think there's a trust decline. Yeah. And so and I think the people that are doing it are yeah. They might see short term benefits in terms of engagement, but longer term, I think it's gonna really help them. Yeah. Yep. It's interesting. Okay. Note to self. It's, almost out of time. But one of the things what would be your one kind of key takeaway for organizations, around AI, if there was one message? Yeah. One message. I'd say don't buy into a lot of the hype that the really big companies are are kind of telling you in terms of AI is gonna replace all these jobs or do all these things. I'd I'd say kind of start inward. Go, okay. Let's look at our company and organization. Let's have a little bit of a light understanding of what's possible with AI tools and go, where do we wanna start? Where do we think that we can bring something in that's really gonna be helpful to us? Not what's the hardest thing or the latest thing or the biggest hype, but where can we start small? Where something's gonna be helpful to us? And then everything we talked about with adoption. How do we bring in the employees to help co design this and help feel part of it. But then that starts a cycle of, okay. This has been really valuable. What's the next thing that we can do that's really gonna be helpful for us? Whether it's building on top of the first thing that you brought in or something new. But it's that kind of and it might feel slow, but it's gonna be much more valuable than rushing to bring in the latest thing that you you spent a lot of money on, but might not actually kind of drive any kind of real value and might actually get a little bit of internal backlash and and all these things. Building a strong foundation Yeah. Yeah. To build from. Well, thanks for the great conversation today. Where can companies get in touch with you? LinkedIn. I'm not an influencer, but LinkedIn is the primary way to get to the same admin. Yeah. Fantastic. Yeah. I post, like, once every two weeks, maybe even once a month. Yeah. But that's that's refreshing. Yeah. You know, you you want an influencer that you can go and go, oh, Tay's posted again. Yeah. Tay's posted again. And every single day. Yeah. Yeah. Yeah. So give Tay a a follow. Social links will be in, in the chat. Someone's gonna post them now and also be in the email follow-up that you're gonna get today. But, from myself, Fontay, from Isabella behind the scenes, thanks for joining Templafide Talks, and we'll see you on the next one. Thank you very much.